Risks

Why You Should Start Taking Risks INFOGRAPHIC

We talk a lot about Rebellious Leaders here at Switch & Shift, and have had endless discussions with our colleagues about the need for more heretical, bold leadership. We understand that in order for organizations to truly change, to become more human and create more positive work cultures, leaders and employees are going to have to take more risks.

Our founder Shawn Murphy wrote extensively about how to create a more Optimistic Workplace in his recently published book. And when the folks over at Vegas Extreme Skydiving sent us this link, we jumped at the chance to share it.

We’re not advising you to jump out of a perfectly good airplane, but learning how to start taking risks is the beginning of transforming your career, work culture, and life.

 

How-to-start-taking-risks-and-why-you-should-do-it

How to start taking risks (and why you should do it) [Infographic] by the team at Vegas Extreme Skydiving

Lauren Kirkpatrick is a graduate of the University of Southern California, where she earned a Masters degree in digital/social media. She serves as the Social Media Manager for Switch & Shift and chat commander for #SocialLeader chat. She is also a social media assistant and blogger for our sister site Youtern. When out of the office, Lauren loves watching her Dodgers, Trojans and San Diego State Aztecs. She is a master DIYer, TV aficionado and expert baker. Follow Lauren on Twitter and connect with her on LinkedIn.

  • Nice infographic Lauren. Thanks. I think risk taking is also personality based. Some personalities find it easy others don’t. I look at it like it’s a scale and every leader should look at moving their ranking up just one notch at a time :)

  • joetye

    I was in Las Vegas for a conference and had a free morning. Skydiving was an unfulfilled bucket list item so I signed up for a jump with Vegas Extreme Skydiving. Having written a book called “Never Fear, Never Quit” it seemed like something I should do. It was the most exhilerating experience imaginable – I will certainly go again at the next opportunity.

  • Just keep in mind the important difference in value between “taking” risks and seeking” risks.

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    There’s a more human way to do business.

    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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